1. 2013 Administrative Furlough Training for Army Management

2. Furlough is executed under Adverse Action Procedures. However, these procedures will be different from a routine Adverse Action in a number of ways. The CHRA CPAC Team stands ready to assist you! 2

3. Employee replies within 7 calendar days (or follows CBA requirements) Adverse action file, including summarized reply and recommendation, provided to Deciding Official Deciding Official considers reply (if any) and all relevant documents, and decides whether to furlough employee Management uses DoD templates and issues Proposed Furlough Notice for non-excepted employees Reply Official (if used) receives employee’s written or oral reply Yes No Employee furloughed IAW Decision Yes No Employee excepted from furlough Decision Notice is issued to Employee All documents concerning the furlough action forwarded to servicing CPAC Excepted employees coded in the CHRA Automated Furlough Exceptions Website Management documents Time and Attendance to properly reflect furlough days/hours (code KE) Decision Notice is issued to Employee Yes The Furlough Process - Mandatory Processes - Optional processes (Reply Official if used) Reply Official provides a summarized copy of the oral reply for employee’s review and approval for accuracy

4. Training Overview Module 1:The 2013 Administrative Furlough Process Module 2:Furlough Roles - The Proposing Official Module 3:Furlough Roles - The Reply Official Module 4:Furlough Roles - The Deciding Official Module 5:Furlough Administration - Processing the Furlough Actions Module 6: Furlough Administration – Time and Attendance Module 7: Furlough Administration – Record Keeping Module 8: Furlough facts and tips 4

5. Module 1: Overview of Furlough Process 5

6. Module 1 How Is AA Furlough Different? 6 Traditional Adverse ActionFurlough Action -CPAC works closely with managers on each individual Proposal and Decision Letters/Memorandum -Proposal and Decision Letters are drafted by the commands using DOD Templates -CPAC assists commands in tailoring the DOD templates as necessary to ensure compliance with local Collective Bargaining Agreements -CPAC assists Deciding Official with Douglas Factors determinations and checklists -Douglas Factor determinations and checklists are not required because this is a non-disciplinary adverse action -Use of Proposing and Deciding Official-Use of an optional Reply Official in addition to Proposing and Deciding Official

7. Module 1 Existing Categorical Furlough Exceptions All employees deployed TDY/TCS in a combat zone Certain employees necessary to protect safety of life and property (includes certain medical personnel) Employees in Navy shipyards Certain Foreign Military Sales employees exclusively funded from FMS Administrative and FMS case funds, and from Foreign Military Financing accounts All Presidential Appointees not covered by leave system in 5 USC Chapter 63 or equivalent leave system All non-appropriated fund employees All OCONUS foreign national employees Employees not paid directly by subsection 051 funds (includes certain Civil Works funded employees) See OSD “Furloughs” Memo dated 14 May 2013, for specifics regarding these exceptions! Army SAPR/Victims Advocates and SARC personnel NIP funded Army employees, per the direction of the Director of National Intelligence See ASA (M&RA) “Additional Exception to FY 2013 Administrative Furlough” Memo dated 23 May 2013, for specifics 7

8. Module 1 Preparing for Furlough 8 Management Actions to Prepare: Working with CPAC, determine and complete bargaining unit obligations Determine if your Command has developed specific Command furlough guidance Identify/read all documentation to be used in support of proposed furlough Determine who will be excepted from furlough based on existing categories Identify Proposing and Deciding Officials Determine whether to use Reply Official(s) and if so identify Reply Official(s) Determine furlough days schedule for your organization  Determine impact of negotiated labor agreements and/or Command guidance  Consider suspending Alternate Work Schedules (AWS)

9. Module 2: The Proposing Official 9

10. 10 Module 2 Proposing Officials An employee’s first line supervisor generally will serve as the Furlough Proposing Official (PO) PO will read the documents underlying the furlough, including those at the link below, as well as command specific materials, prior to preparing notice of proposed furlough: http://www.chra.army.mil/hr/tools/gps/view.asp?ID=772 PO will prepare individual notices of proposed furlough using CPAC provided DoD templates PO must physically sign the notice of proposed furlough DoD templates may only be amended as appropriate to accommodate an existing CBA or an MOU that was entered into during I & I bargaining!

11. Module 2 Issuing Proposal Notices Each PO is responsible for issuing the notice of proposed furlough by reliable means, either: a)In person. This may be a one-on-one or in a group setting, after which each employee may meet with his/her supervisor one-on-one b)Regular and certified mail c)Electronic delivery (where permitted by designated Commander)  Prepare two copies of the proposal letter: 1.Original for employee to retain 2.Acknowledgment copy for employee to sign which will become part of the case file 11

12. Module 2 Issuing Proposal Notices Employee Acknowledgement – If employee declines to sign the proposal letter, annotate the following on the proposal letter: “employee was provided a copy of the proposed notice of furlough and he/she declined the opportunity to sign” Have Mgt Official physically sign and date the letter 1.If available, have another Mgt Official attest to the employee declination by signing and dating 2.Union Official(s) may have a right to be present when issuing proposed furlough notices. Read CBA and/or check with CPAC on Union Rights 12

13. Module 2 Tips & Advice Be respectful & compassionate Be prepared for extreme emotions from employees, i.e. anger, crying If issuing Proposal Letters in person, don’t allow employee or representative to seize control of meeting or debate the proposal If the employee is in emotional, financial or other type of stress, advise the employee about employee assistance programs 13

14. Module 3: The Reply Official 14

15. 15 Module 3 Reply Official Deciding Officials may appoint (in writing) one or more Reply Officials, this is optional! May be a military officer or civilian employee Duties: – Will hear, receive and document oral and/or written replies from employees – Receive and respond to requests for an extension to the reply period – Summarize any oral reply in writing and provide it to the employee for review and accuracy. Request employee sign and date. – Prepare written recommendation (if requested by the Deciding Official) regarding whether or not to furlough the employee using the “efficiency of the service” standard – Provide the Deciding Official the documents relied upon, proposal, employee reply and the written recommendation The Reply Official may only consider documents relied upon and employee’s response – no additional inquiries or external information will be considered!

16. 16 Module 3 Tips & Advice Oral replies should only be coordinated when requested by the employee Consult with the servicing L/MER specialist or labor counselor Review adverse action case file to include proposal notice and supporting documentation Be prepared that the employee may bring a representative to the reply meeting Not an opportunity for the employee to call or cross-examine witnesses

17. Module 4 The Deciding Official 17

18. Module 4 Who has Decision Authority ? The Secretary of the Army designated as Deciding Officials the Commanders of: Army Commands Army Service Component Commands Direct Reporting Units – DRU led by a military officer may be designated a Deciding Official – DRU led by a civilian employee will be considered a HQDA Organization subject to the authority, direction and control of the HQDA Principal to whom the DRU reports US European Command, US Forces Korea, US Africa Command and Joint Special Operations Command Administrative Assistant to the Secretary of the Army for HQ 18

19. Verify actual delegation of authority. Each Commander may delegate this authority differently. Module 4 Who has Decision Authority? Delegation of Authority from Commander may go to: These Commanders may designate as Deciding Officials Military Officers or Senior Civilians O-6/GS-15 (or equivalents) who would “be in the best position to determine the fair and equitable application of the furlough to employees” Designating Deciding Officials may then designate other Deciding Officials with the same restrictions Delegations will be effective only when in writing and signed by delegating authority 19

20. Module 4 Deciding Officials Deciding Officials are responsible for deciding whether or not to furlough specific employees based on the proposals, information relied upon and the employee’s replies In making decisions, Deciding Officials are determining whether to furlough the employee based on the “efficiency of the service” Deciding Officials will be held responsible for any and all actions they take pursuant to their designation as a Deciding Official, including the exercise of authorities inherent in such a designation, and for any actions taken by officials under their supervision who may be designated as Deciding Officials and to whom the requisite authorities were re-delegated 20

21. Module 4 Decision Authority Deciding Officials have the authority to: 1.Except employee from furlough in the grade of GS-15 (and equivalents) and below, and 2.Limit the number of furlough hours that any full-time individual employee in the grade of GS-15 (and equivalents) and below before the end of FY 2013 3.May recall from furlough an employee only as necessary to protect the health, safety and security of personnel or property; to ensure the direct and timely provision of services of material to deployed units or units preparing to deploy or perform similar mission critical functions 21 Note: Deciding Officials will have the authority to execute the full range of options with respect to providing relief in individual employee cases

22. Module 4 Deciding Officials’ Oral Reply Responsibilities Oral reply should only be arranged when requested by the employee. When not using a Reply Official, Deciding Officials are responsible for hearing oral replies and should: a)Be prepared that the employee may bring a representative to the reply meeting b)Know that the oral reply is not an opportunity for the employee to call or cross-examine witnesses c)Decide whether to have another management official present during the oral reply d)Summarize any oral reply in writing and provide it to the employee for review and accuracy. Request employee sign and date the document or document when and how the employee received it e)Consult with the servicing L/MER specialist or labor counselor 22

23. Module 4 Deciding Officials’ Responsibilities Deciding Officials (DO) are responsible for and shall consider the following before deciding on the furlough action: 1.Review the Adverse Action File a)Proposal Notice & Supporting Documentation b)Employee Response (if any) c)The Reply Official’s Recommendation (if any) d)Review relevant portions of the CBA or MOU 2.Consult with his or her servicing L/MER specialist or labor counsel 23

24. Module 4 Deciding Officials’ Responsibilities 3. Decide whether or not to furlough the employee  Standard to apply - “Efficiency of the service”  If the decision is not to furlough the employee, or to limit the number of furlough hours/days to which an employee is subject, Commanders must inform the ASA(M&RA) in writing of: -the action taken -and the underlying rational 4.Issue a written decision using the CPAC provided DoD template & deliver to the employee on or before effective date of furlough Note: Douglas Factors are not required to be considered because this is a non-disciplinary action 24

25. Module 4 Deciding Officials’ Responsibilities Deciding Official must physically sign the notice of decision Delivery must be accomplished by hand delivery or other reliable means (i.e., regular and certified mail, personal delivery to employees home) Employee should sign acknowledgment receipt or Mgt should annotate the employees’ refusal to sign Electronic delivery is not preferred due to the challenges confirming receipt & obtaining employee acknowledgement A signed employee acknowledgment receipt, proof of delivery or proof of employee declination to sign must be obtained/secured 25

26. Module 4 Tips & Advice Be respectful & compassionate Be prepared for extreme emotions from employees, i.e. anger, crying Don’t allow employee or representative to seize control of meeting If employee is in emotional, financial or other types of stress, advise of any employee assistance programs Check with CPAC regarding provisions of CBA or MOU 26

27. Module 5: Processing Furlough Actions 27

28. Module 5 Processing the Furlough Actions 28 Furloughed Civilian Employees will have a furlough action processed – Notice of Personnel Action (NPA) – A mass action for All Army employees* will be processed UNLESS management takes action to prevent the furlough personnel action Management will be required to identify excepted employees – Manager will be required to select the employee and reason for exception on the CHRA AutoNOA Furlough Exceptions Website – The designation of Exception in AutoNOA will be routed through a Command Official for validation. Command POC will be required to validate exceptions * Mass action will also be processed for any non-Army employees who will be using the tool, i.e. DCMA

29. Module 6: Time and Attendance 29

30. 30 Module 6 Time and Attendance Processing of the personnel action alone will not stop an employee’s pay on their furlough day! Timekeepers must ensure furlough time is accounted for in their appropriate timekeeping system Details – Furlough time will be coded in hours, not days – “KE” and “Furlough” is the timekeeping code and description

31. Module 7: Recordkeeping 31

32. Module 7 Recordkeeping Responsibilities  Managers/Supervisors are responsible for tracking the issuance of proposal and decision notices and ensuring 100% accountability —Responsibility includes establishing, maintaining, producing, retaining and destroying the files (when appropriate) as well as the protection of PII —Physical signatures of the proposing and deciding officials are required on the proposal and decision notices!!!  Commands will submit all files associated with the FY 2013 administrative furlough to CHRA using the CHRA Furlough Records Retention Tool – Commands will convert all relevant files to digital format and upload into CHRA’s electronic system NLT 30 Sep 2013 – Documents required for third party actions should be entered as soon as practicable – CHRA will serve as the custodian of these records once they are uploaded 32

33. Module 7 Recordkeeping Responsibilities  The following files, at a minimum, will be retained in the CHRA electronic records system : – Proposal notice – Documents relied upon – Employee’s acknowledged receipt of proposed furlough – Employee’s response to Reply Official (written reply or summary of an oral reply) – Summary and recommendation of Reply Official & supporting documentation – Command specific or employee specific documents relied upon – Decision notice – Employee’s acknowledged receipt of decision notice – If delivery by mail, copy of stamped envelope and proof of delivery – If delivered by email, include “read receipt” and confirmation of their acknowledgment of receipt – Any request for additional time to respond – Any documents received as a result of an appeal or third party adjudication 33

34. Module 7 Recordkeeping Responsibilities  The CHRA Furlough Records Retention Tool, directions and tutorials are available at the following links : – CHRA Tracking and Recordkeeping Webpage CHRA Tracking and Recordkeeping Webpage – Master Coversheet and Checklist Master Coversheet and Checklist – CHRA Furlough Records Retention Tool Guide CHRA Furlough Records Retention Tool Guide – CHRA Furlough Records Retention Tool Tutorial CHRA Furlough Records Retention Tool Tutorial – CHRA Furlough Records Retention Tool Video Tutorial CHRA Furlough Records Retention Tool Video Tutorial – CHRA Furlough Records Retention Tool (CAC-Enabled) CHRA Furlough Records Retention Tool Application request required for first access 34

35. Module 8: Furlough Facts 35

36. Module 8 Furlough Facts Organization may not increase contract funding, use contract employees to perform inherently government functions or use premium pay (overtime or compensatory time) to offset federal employees absence Employees are prohibited from working on-site, or on a telework basis, during furlough hours Employee may not substitute paid leave or other paid time off for furlough time 36

37. Module 8 Furlough Facts Employees in a LWOP status during an administrative furlough will receive credit for their time in that status towards any remaining scheduled furlough hours Probationary/Trial employees should receive a proposal notice, an opportunity to respond, and a decision notice, as described above 37

38. Toolkit http://www.chra.army.mil/hr/tools/gps/view.asp?ID=761 38

39. 39 Questions CPAC POC – email Phone